<TEAM NAME>

Strategic Development Plan for <TEAM NAME>

2015
Coverage: 4/1/15 to 10/1/16

<TEAM NAME>

Revision: 1

Strategy and Development Plan 4/2015 to 10/2016

Version Date: June 25, 2015

Revision History
Date
March, 2015
March 26, 2015

Version
1.1
1.2

Description
Draft
Final Draft

Author
Vicky Hillsgrove
Vicky Hillsgrove

<TEAM NAME>

Revision: 1

Strategy and Development Plan 4/2015 to 10/2016

Version Date: June 25, 2015

Table of Contents
1. DOCUMENTUM OVERVIEW___________________________________________________________2
2. EXECUTIVE SUMMARY (SUB-VISION & TEAM STRATEGY)___________________________2
3. DETAILED PLAN_______________________________________________________________________4
3.1 SUB-VISION___________________________________________________________________________4
3.2 STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREATS___________________________________5
3.3 APPROACH____________________________________________________________________________6
3.4 STRATEGIES AND GOALS________________________________________________________________7
3.4.1 Strategies_______________________________________________________________________7
3.4.2____________________________________________________________________________________7
3.4.3 Goals___________________________________________________________________________1

<TEAM NAME>

Revision: 1

Strategy and Development Plan 4/2015 to 10/2016

Version Date: June 25, 2015

Strategic Development Plan

<TEAM NAME>
1.

Documentum Overview

In January of 2015, the Information Technology department was transformed to align to a Plan/Build/Run
organization model.
The intention of this document is to publish a proposal of how to approach a Build Services team, with
implementation steps that have both short term and long term goals. This proposal is based on understanding of ITs
current strategies and long-term vision, as well as, recommendations from external resources in the technology
industry.
This document is broken out into several sections, including an executive summary and a detailed plan with a vision,
a SWOT analysis, strategies and goals, the approach to reach our vision, and suggested steps to create
interdependent Plan/Build/Run teams for applicable areas. Once this proposal is approved, goals will be aligned for
all team members.

2.

Executive Summary (Sub-Vision & Team Strategy)

Sub-Vision, Strategy, Goals

We will develop a build services team that ensures project requirements and repeatable, agile deployments are
realized via integration, mapping, and frameworks across all technologies in the stack between the OS and the
functional application tiers (all products, on-premise/private cloud/public cloud). Our team will operate under the
Plan/Build/Run IT department model, while internally integrating a Demand/Supply/Execute industry model that
will allow us to increase our readiness to switch from a mostly on-premise build team, to a supply team that can
operate long-term in an environment that is dominated by cloud and service technology.
The internal organization of the build services team would be broken down into 3 major categories: Initiative &
Technology Prep, Build & Integration, and Project Support & Service Transition. Figure 1 illustrates the areas each
function would perform. The proposed focus of this team is laid out in high level strategies below, organized into
immediate and long-term groupings:
Immediate Approach:
1. Fully consolidate the Integration team into what is currently thought of as Middleware and
Database Build. This includes what has traditionally been considered EO, Nexus, and DataPower
technology consulting and project support (i.e. Middleware at the application layer).
2. Take over all DataPower duties from third party vendor (appropriate duties delegated to this build
team and the Middleware Run team in the future, build team would source the conversion to an
on-premise or cloud based ESB). Merge the previously known I/F Middleware tier and the
Application Middleware tier into one offering.
3. Develop objectives and goals that would enable this team to fill the gap of technology
engineering and configuration for technology tiers between the OS and the functional application,
appropriately fitting in between Plan and Run. Ensure goals assess current strengths and
weaknesses so that historical issues are not carried forward, and plan for full integration into
SDLC at each layer.
4. Promote and help facilitate planning around a common build and deployment toolset, including

<TEAM NAME>

Revision: 1

Strategy and Development Plan 4/2015 to 10/2016

Version Date: June 25, 2015

obtaining collaboration points with not just Build groups, but also any Run function that produces
build components (i.e. Server Engineering, Network Engineering).
5. Establish key partnerships in Plan, Build, and Run to enhance and support strategies in our
detailed plan. Develop a plan to separate functions from Build and Run where teams previously
shared functions.
Long-term Approach:
Publish beyond 2015

Figure 1 - Short Term and Long-Term Vision for a Build Services Team

<TEAM NAME>

Revision: 1

Strategy and Development Plan 4/2015 to 10/2016

Version Date: June 25, 2015

3.

Detailed Plan

3.1
Sub-Vision
We will develop a build services team that ensures project requirements and repeatable, agile deployments are
realized via integration, mapping, and frameworks across all technologies in the stack between the OS and the
functional application tiers (all products).
Our team will operate under the Plan/Build/Run IT department model, while internally integrating a
Demand/Supply/Execute industry model that will allow us to increase our readiness to switch from a mostly onpremise build team, to a supply team that can operate long-term in an environment that is dominated by cloud and
service technology. The internal organization of the build services team would be broken down into 3 major
categories: Initiative & Technology Prep, Build & Integration, and Project Support & Service Transition.

<TEAM NAME>

Revision: 1

Strategy and Development Plan 4/2015 to 10/2016

Version Date: June 25, 2015

3.2

Strengths, Weaknesses, Opportunities, and Threats

Strengths (internal)
Knowledge of MVWs technology platforms.
Strong knowledge of services and integration at middle
tier available.
Basic foundation of build units and some tool usage
already in place for automated deployments; some
development underway in areas requiring more
enhancements.
Strong relationships already established between
Integration and Middleware. Strong interactions also
established in Plan and Run due to previous reporting
and working relationships.
Associate retention with strong histories and working
knowledge of multiple MVW groups and leadership.

Ability to perform analysis tasks to provide detailed

specifications confirming requirements before build
begins, reducing rebuilds significantly.

Weaknesses (internal)
Lack of integration in current state with PMO related
processes (i.e. no gates to account for all build required
in schedule, etc.)
Lack of a common deployment tool and supporting
processes, configured, and maintained with the
consideration build as one service regardless of the

Opportunities (external)
New ESB
MDM Implementation
Focus on Mobility

Ability to transition Data Power Support to MVW for

future new ESB conversion

Now a partner group (in Build) with PMO; allowing

easier access to address any weakness affecting delivery
KPIs for build components directly into project planning
requirements and follow-up (from both internal and
external providers).
Consolidate Integration at the application layer with
Middleware technology and infrastructure configuration.
Partner with EA to provide consolidated up-front handson expertise for technology selection and validation at
every technology layer.
Consolidate more build components than previously
attempted.
Technology refresh opportunities are plenty and
timelines are very close to immediate (RDBMS, DP,
etc.)
Work with Business Analysis to augment requirement
gathering processes to include standard decision points
that will feed early detail design.
Ability to provide resources with time to learn more
about automation, cloud based technology, dev ops, and
self-service concepts.
Ability to consolidate work tracking tools for some team
members.
Possibility exists that with technology we could replace
hard configured swim lanes for testing, with dynamic
technology launches as they are required.
Threats (external)
Not all build components are officially in the Build
tower of Plan/Build/Run. Vision of consolidating into a
common build catalog is not currently shared across the
organization.
Changes must occur while delivery remains consistent or
improved (i.e. air plane maintenance while in flight)

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Strategy and Development Plan 4/2015 to 10/2016

Version Date: June 25, 2015

team or technology performing the build work.

Lack of plan readiness to implement to separate
common threads between Build and Run, causing
resources to still be dual focused (Build depending on
Run and vice-versa).
Knowledge for true automation, cloud based technology,
dev ops, and self-service is not currently organized at the
enterprise level or team level, and current knowledge is
not representative of all tier offerings (for both internal
capabilities or capabilities in the industry).
Measurement of services and definitions do not exist
everywhere - need to do more to define expectations and
show results of our efforts

3.3

IT associates may continue to think in Application and

Infrastructure terms, vs. Plan/Build/Run terms.

Environment management issues can make technology

and project drops slow to deploy.

Role of previously labeled infrastructure architect into

EA is not quite understood for technology initiatives or
project delivery gates.
How EA fits into Build gates (upstream or downstream)
is not currently understood. EA position papers might
take longer than build schedules causing Build to either
slow down or move on a direction that might not align
with end-state strategy coming from EA.
Currently many MVW associates have to intervene on
the behalf of third party vendor to ensure support and
triage move at an expected rate. The level of which this
occurs is unknown and listed here as it could take
resources from the proposed build services team away
from their core function.
Schedules for required training and R&D might not
match aggressive initiative schedules.
Involvement with EA technology selection could be too
late depending upon how plan/build/run is implemented.
While desire for DevOps and self-service enablement is
strong amongst various build groups, proposed
approaches to the concept are not yet aligned internally.

Approach
Immediate Approach:
1. Fully consolidate the Integration team into what is currently thought of as Middleware and
Database Build. This includes what has traditionally been considered EO, Nexus, and DataPower
technology consulting and project support (i.e. Middleware at the application layer).
2. Take over all DataPower duties from third party vendor (appropriate duties delegated to this build
team and the Middleware Run team in the future, build team would source the conversion to an
on-premise or cloud based ESB). Merge the previously known I/F Middleware tier and the
Application Middleware tier into one offering.
3. Develop objectives and goals that would enable this team to fill the gap of technology
engineering and configuration for technology tiers between the OS and the functional application,
appropriately fitting in between Plan and Run. Ensure goals assess current strengths and
weaknesses so that historical issues are not carried forward, and plan for full integration into
SDLC at each layer.
4. Promote and help facilitate planning around a common build and deployment toolset, including
obtaining collaboration points with not just Build groups, but also any Run function that produces
build components (i.e. Server Engineering, Network Engineering).

<TEAM NAME>

Revision: 1

Strategy and Development Plan 4/2015 to 10/2016

Version Date: June 25, 2015

5.

Establish key partnerships in Plan, Build, and Run to enhance and support strategies in our
detailed plan. Develop a plan to separate functions from Build and Run where teams previously
shared functions.
Long-term Approach:
Publish beyond 2015.
3.4

Strategies and Goals

3.4.1

Strategies

IT STRATEGIES
Maximize business value
1
of information
technology

Shape innovative and

agile solutions that
support business goals

Drive consistency,
efficiency and quality of
IT services

Ensure appropriate skills

and competencies to
meet demand

Fulfill corporate
responsibilities and
manage compliance

ALIGNED BUILD SERVICES STRATEGIES

Continually improve the integration
and usage of work planning
processes for build deliverables and
1A
execution, ensuring clear direction
(in advance) on initiative priorities
and delivery expectations.
Repeatedly improve the delivery of
all build related activities and
frameworks, for new or
enhancement based initiatives,
2A
ensuring that our builds meet or
exceed all requirements, timelines,
security mandates, deployment
objectives, and budget restrictions.
Establish Key Partnerships with EA,
PMO, Run, and other stakeholder
2B
teams to promote participation with
IT strategy implications and further
readiness in Build.
Develop Critical Success Factors and
3A
internal measures to promote
continuous improvement.
Drive Technology Configuration,
Service Mapping, and Detailed
3B
Design Work within team for all
initiatives and project work.
Restructure and expand team to
align with Plan/Build/Run IT
4A
department objectives, focusing on
methods that will advance
capabilities within Build.
---

<TEAM NAME>

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Strategy and Development Plan 4/2015 to 10/2016

Version Date: June 25, 2015

3.4.2

Goals
#
1

Strategy
Alignment
1A

1A

1A

1A

1A

1A

1A

3A

IT Strategic Intent Implication:

Specific Deliverable
Develop a mature SDLC: Document
agreed upon SDLC (V-Model) processes,
project matrix, and templates; gain
formal ITSL approval; communicate with
key IT and business stakeholders;
implement practices;
Develop a mature SDLC: Establish
guidelines for governing and managing
SDLC by release (iterative releases per
projects) and publish on Sharepoint
Develop a mature SDLC: Establish
complete SDLC RACI for Project
Delivery
Develop a mature SDLC: Create and
publish SDLC 2.0 version inclusive of
swim lanes outside of Build: Plan, Run,
Procurement; gain ITSL approval and
publish to Sharepoint
Implement Business Solution
Competency Center: Continued
development of Requirements
Management Practice (communication
plan, training plan, complete Gartner BA
Assessment tool and develop
implementation plan for continued
development)
Mature Portfolio Management: Update
project prioritization matrix ensuring
alignment with Enterprise Strategies,
update Demand Planning prioritization
process/education including
documentation of project prioritization
lifecycle; comprehensive Portfolio
strategy reports for CIO and TEC
Mature Portfolio Management: Continue
to Mature Estimating Processes Implement SLIM model, develop and
rollout training for IT associates, develop
enhanced scorecard with metrics on
process deliverables and SLA
achievement; formalize and document
process for estimating COs.
Define Measurement Framework with
KPIs for refreshed IT Vision: KPI
development for Plan/Build/Run and
Service Procurement: Define metrics (3

Resulting Goal

WHO

LEVEL

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Strategy and Development Plan 4/2015 to 10/2016

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2A

10

2A

11

2A

12

2A

13

2B

14

2B

15

2B

to 5 per area) that provide data to help

assess the general health of each area;
Develop IT Strategy for Introduction,
Delivery, Documentation, and Regular
Evaluation and Updating of Current and
Innovative technology capabilities for
Business Intelligence: Establish BI
Community of Interest and document
Charter to be approved by all Community
of Interest participants.
Develop IT Strategy for Introduction,
Delivery, Documentation, and Regular
Evaluation and Updating of Current and
Innovative technology capabilities for
Business Intelligence: Document current
BI environment (i.e. data stores, data
flow, BI tools, and product versions);
Document purpose for each datamart.
Develop IT Strategy for Introduction,
Delivery, Documentation, and Regular
Evaluation and Updating of Current and
Innovative technology capabilities for
Global e-Commerce Platform: Develop,
document, and present to ITSL for
approval, a five-year technology
direction for eCommerce for B2C and
B2B.
Develop IT Strategy for Introduction,
Delivery, Documentation, and Regular
Evaluation and Updating of Current and
Innovative technology capabilities for
Global e-Commerce Platform: Complete
documentation of DevOps/Continuous
Delivery requirements for web and
mobility and gain approval from EA,
Infrastructure, and Service Transition.
Evaluation and Updating of Current and
Innovative Technology Capabilities for
Mobile Compute Platform/Mobility:
Socialize/present Mobile reference
architecture to key IT Stakeholders.
Evaluation and Updating of Current and
Innovative technology capabilities for
BPM: BPM Framework to be presented
to Demand Planning.
Develop Organization and Framework
Focused on Application Integration
(ICC): Establish Integration
Competency Center mission, charter, and
deliverables

<TEAM NAME>

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Strategy and Development Plan 4/2015 to 10/2016

Version Date: June 25, 2015

16

2A, 3B

17

2A, 3B

18
19
20

2A, 2B
4A
4A

21

4A

22

2A

23
24

2A, 3A
4A

25

1A

26

1A

27
28
29

3B
1A, 2A
2A,3B,4A

30

4A

31

2A,3B,4A

Develop Organization and Framework

Focused on Application Integration
(ICC): Create web services
modernization roadmap (API and
Messaging Strategy) to support mobile
and SOA capabilities; present to ARB for
approval.
Develop Organization and Framework
Focused on Application Integration
(ICC): Create SOA and web services
integration reference architecture that
will support the architecture
modernization approach and have
approved by ARB; publish on
SharePoint.
Transfer DataPower to Build Services
Add Integration
Develop flexible sourcing
strategy/model: Define scope of effort
(defining flex staffing and when it might
apply), develop an approach for how we
will engage with staff aug vendors,
implement approach for engaging with
flex staff vendors including updating
contracting and roll out to IT
organization.
Develop and deploy IT Associate
Development Plan: Develop
communication and tracking plan to
ensure 100% of IT associates have a
development plan complete in the LPP
tool; process shall include a mid-year
update as part of the mid-year review
process.
Test Harness and Validation
Technology Refresh Support
Plan/Run/Build Separation Plan for
Applicable Areas
Consolidate work request and tracking
tool
Build Services Work Flows and
Documentation
ESB and MDM Launch
Initiate an On-Call System for Initiatives
Increase knowledge of Cloud Based
Concepts on Team
Increase knowledge of Base
Technologies on Team
Increase knowledge and exposure to Dev

ALM

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Strategy and Development Plan 4/2015 to 10/2016

Version Date: June 25, 2015

32

2A,3B,4A

33
34

4A
2A

35
36

2A
2A

37
38
39

3B
2A
2A,3B

Ops concepts
Increase knowledge and exposure to
Agile Methodology
Increase vendor engagement and usage
Establish Build Framework Plan and
Enhancements
Plan and Launch Oracle 12C Framework
Plan and Launch SQL Server 2014
Framework
Retire Nexus
Eliminate Windows in Middleware Space
Code Reviews